Webster University: 2008-09 Strategies

Fiscal Year 2008-09 Active Strategies Summary
Goal 1: Set the Standard for Global Education
Goal 2: Advance Excellence in Teaching and Learning
Goal 3: Expand Our Mission of Fulfilling Unmet Needs
Goal 4: Place Students First
Goal 5: Enhance Our Reputation
Goal 6: Utilize Resources to Achieve Strategic Goals

Fiscal Year 2008-09 Active Strategies Summary:

The Fiscal Year 2008-09 strategic investments focus on the global mission, human capital and improved facilities. The Global degrees are flagship programs that take full advantage of our unique network of international campuses. With faculty and staff compensation falling below market values, addressing these disparities are a critical priority of the institution. The facility plans are centered on preparing for the new academic buildings in Saint Louis and improving operations on the European campuses. The bullet points below highlight the key strategies for fiscal year 2008-09.

• The Global MBA program is budgeted to break-even for fiscal year 2008-09. As tuition rate and enrollment grows, the program is targeted to achieve a 25%+ margin in fiscal years 2009-10 and 2010-11. In this program, students receive an MBA in under one-year by attending the Geneva, Leiden, London, Shanghai and Vienna campuses. Strategy 1.b.1 (see below) outlines the proposal.

• The Global MA in International Relations is in its fourth year. The budget calls for a 20% margin in fiscal year 2008-09. However, currency exchange rates may well erode the bottom line. Tuition revenue is collected in Saint Louis in US dollars while instruction costs are incurred in the currency of the home campus. The Global MBA faces the same issues. Strategy 1.b.2 (see below) outlines the proposal.

• Strategies 4.d.2 and 4.d.3 (see below) address new living and learning centers for the Leiden and Geneva campuses. The University will lease both buildings from local private developers. The projects are under construction now. The University will occupy the buildings in fiscal year 2009-10.

• According to the annual salary survey conducted by the American Association of University Professors, faculty salaries have fallen behind benchmarks established by the administration. To address the situation, the administration is recommending a compensation package consisting of both merit and across the board increases. The total cost $870,000 or $1 Million including employee benefits. Strategy 6.a.1 (see below) outlines the proposal.

• Staff compensation is falling behind market values as defined by the CUPA-HR annual salary survey. The staff turnover ratio has climb to 15% system wide, 12% in Saint Louis and 20% across the extended campus network. The proposed compensation package consisting of $2.3 million, $2.7 million with employee benefits will not bring salaries up to market midpoints. However, the compensation package is designed to award and retain high performing employees. Strategy 6.a.2 (see below) outlines the proposal.

• In April 2006 President George established an Adjunct Faculty Task Force to review adjunct faculty compensation. The Task Force recommended changes to the salary structure and an across the board salary increase for adjunct faculty. The total cost of both programs is $1.4 million. Also, adjunct faculty will be distinguished by rank (i.e. Adjunct Assistant, Adjunct Associate and Adjunct Professor) to indicate service levels. Strategy 6.a.3 (see below) outlines the proposal.

• Remodeling Maria Hall is a key factor in our facilities plans. Completing Maria Hall will enable the University to repurpose the housing units in Loretto Hall to office space, a key renovation in our plans for the new academic buildings. Total cost of the project $4.2 million. Strategy 6.i.1 (see below) outlines the proposal.

• Renovating Loretto Hall from housing to office space is tied directly to a successful completion of the academic buildings. The renovated space will provide much need swing space and replace lost office space. Total cost of the project $2.5 million. Strategy 6.i.2 (see below) outlines the proposal.

• Preparing for the new academic buildings to house the School of Business and Technology and to provide modern science laboratory space is a key project. Renovating Maria and Loretto Halls are precursors to this project. The fiscal year 2008-09 budget includes a contingency against future operating expense related to the building. Strategy 6.i.3 (see below) outlines the proposal.

• The Visual Art Studios renovation calls for the replacement of obsolete building systems and may address current needs as practical within the building footprint. A consultant has completed a study of the building. The project is designed to extend the life of the building an additional fifteen years. Total cost of the project $1.3 million to $2.0 million. Strategy 6.i.6 (see below) outlines the proposal.

• Relocation of the Vienna campus is under review. Strategy 6.i.7 (see below) outlines the projects.

Goal #1 Set the Standard for Global Education

Webster is a premier U.S. based university setting the standard for global education by fostering dialogue, respect and understanding across boundaries and between peoples.

Objectives:

1a. Expand worldwide opportunities for immersion and mobility experiences for all university constituents
- Strategy: 1a.1 Immerse the Board of Trustees in Worldwide Network
  - Fiscal Year 2008-09 Action Plan:
  - Capitalize on the thirtieth anniversary of the Geneva campus to give Board members an opportunity to experience the Webster University international network.
  - Responsible Office: VP and Executive Assistant to President and VP for Development
  - Fiscal Resources: $33,000
  - Metrics: A majority of the board attends the Geneva meeting.
1b. Expand the international/global foci (global learning) of academic programs and resources
- Strategy: 1.b.1 Global MBA Program
  The Webster University Global MBA provides full-time graduate students the opportunity to live, learn, and study at Webster’s campuses in five international business capitals: Geneva, Leiden, London, Shanghai and Vienna. These locations are part of Webster’s distinctive global network of campuses spanning the U.S., Europe and Asia.
  
  The highlights of the Global MBA program are listed below:
  -Complete an MBA degree entirely overseas in less than one year.
  -Learn from faculty who are experts in global business.
  -Study and share ideas with current business students at each international campus.
  -Gain experiential knowledge interacting with business professionals during corporate visits.
  -Enhance understanding of multi-cultural business issues with unique courses.
  - Fiscal Year 2008-09 Action Plan: Establish the first cohort and work out any resulting problems or issues. Break-even in FY 2008-09
  - Fiscal Year 2009-10 Action Plan: Build on the experience of the first cohort. Increase the tuition rate by $5,000 from $40,000 to $45,000. Increase enrollment with continued marketing and admissions efforts. Achieve a 25% margin of revenue over direct expenses.
  - Fiscal Year 2010-11 Action Plan: Achieve a 25% margin of revenue over direct expenses. Evaluate program against financial and academic benchmarks.
  - Responsible Office: Vice President for Academic Affairs/Associate Vice President for International Programs/Dean of School of Business/Associate Vice President for Enrollment Management and Dean of Admissions.
  - Metrics: As the flagship business program, student placements will be a leading measure of success. One cohort group of 20 students (minimum of 15 students in the first year for startup) leading to a three year horizon of three cohorts of 60 students as an annual goal. The program will have a three year sunset horizon with a formal review after fiscal year 2010-11.
- Strategy: 1.b.2 Global MA in International Relations
  The Webster University Global MA in International Relations provides full-time graduate students the opportunity to live, learn, and study at Webster’s campuses in Leiden, London, Geneva, Vienna and Bangkok. These locations are part of Webster’s distinctive global network of campuses spanning the U.S., Europe and Asia.
  
  The highlights of the Global MA in International Relations program are listed below:
  -Complete a master’s degree entirely overseas in less than one year.
  -Study and share ideas with current international relations students at each international campus.
  -Experience unique immersion opportunities at the United Nations, World Trade Organization, International Committee for the Red Cross, and International Court of Justice.
  - Fiscal Year 2008-09 Action Plan: Offer seven scholarships to net five additional students for fiscal year 2008-09. The aid will target high need and high ability students. The additional students should raise the academic profile and geographic diversity of the cohort. Evaluate the success of the financial aid offered to the cohort. Determine if the fiscal year 2009-10 cohort will receive financial aid. Achieve a 25% + margin.
  - Fiscal Year 2009-10 Action Plan: Achieve a 25% + margin.
  - Fiscal Year 2010-11 Action Plan: Achieve a 25% + margin. Evaluate program against financial and academic benchmarks.
  - Responsible Office: Vice President for Academic Affairs/Associate Vice President for International Programs/Dean of Arts & Sciences/ Associate Vice President for Enrollment Management and Dean of Admissions.
  - Metrics: Fiscal year 2008-09 is the fourth year for the Global MA in IR program. Accordingly, the academic assessments are well established. With the experience of managing a global program for three years and developing the Global MBA program, the institution now has the ability to establish realistic fiscal measures for both the Global MA in International Relations and the Global MBA. The program is due for formal review after fiscal year 2010-11. At that time the Administration will evaluate the fiscal and academic performance of the program.
1c. Develop a culture and environment committed to global education and global citizenship
- Strategy: 1.c.1 Confucius Institute
  The Confucius Institute at Webster University provides Chinese language, culture, and exchange opportunities to Saint Louis businesses and organizations; sponsors Chinese cultural events for the Saint Louis community; delivers programs concerning China including history, business opportunities, culture and language to the greater Saint Louis region and serves as an educational resource for China language and culture for elementary and secondary students, teachers and educators in the Saint Louis community. The Confucius Institute programs will further trade and cultural understanding between China and the Saint Louis region. In addition, the Confucius Institute assists Webster University in enhancing the Chinese language and culture programs for students and constituents at Webster University.
  - Fiscal Year 2008-09 Action Plan: The university will hold a Grand Opening event showcasing our new relationship with the Confucius institute. The Grand Opening event will be the springboard for building new relationships with schools and business seeking instruction in Chinese language and cultural.
  - Responsible Office: Vice President for Academic Affairs/Associate Vice President for International Programs/Director Center for International Education
  - Fiscal Resources: $100,000 to operating budget base
  - Metrics: Organize a successful Grand Opening event and coordinate a number of Chinese language and cultural offerings within the Saint Louis community.
1d. Expand the reach and offerings of the international campus and partnership network
- Strategy: 1.d.1 Cyprus MBA Cohort Program
  The university is reviewing partnership opportunities for a weekend MBA cohort program in the Republic of Cyprus. In 2007, the Republic of Cyprus experienced a 4% economic growth rate, 4.8% unemployment rate, and a 2.2% inflation rate. In January 2008, the Republic replaced the Cyprus Pound with the Euro as the national currency. Cyprus is considered a safe alternative for middle-east operations.
  - Fiscal Year 2008-09 Action Plan: An established partner, growing economy and safe environment make the Republic of Cyprus an attractive opportunity. The University of Nicosia is the leading candidate. The University will complete a feasibility study during fiscal year 2008-09.
  - Responsible Office: VP for Academic Affairs/AVP for International Programs/Dean, School of Business and Technology/VP for Finance & Administration/AVP for Resource Planning and Budget
  - Fiscal Resources: current resources
  - Metrics: Feasibility study completed by December 2008
- Strategy: 1.d.2 Mexico MBA Cohort Program
  A possible MBA cohort partnership program in Mexico is under investigation.
  - Fiscal Year 2008-09 Action Plan: The feasibility study and action plans are under development.
  - Responsible Office: VP for Academic Affairs/AVP for International Programs/Dean, School of Business and Technology/VP for Finance & Administration/AVP for Resource Planning and Budget
  - Fiscal Resources: current resources
  - Metrics: Feasibility study completed by June 2009.
- Strategy: 1.d.3 India MBA Cohort Program
  A possible MBA cohort partnership program in India is under investigation.
  - Fiscal Year 2008-09 Action Plan: The feasibility study is underway.
  - Responsible Office: VP for Academic Affairs/AVP for International Programs/Dean, School of Business and Technology/VP for Finance & Administration/AVP for Resource Planning and Budget
  - Fiscal Resources: current resources
  - Metrics: Feasibility study completed by December 2008.

Goal #2: Advance Excellence in Teaching and Learning

Webster University will excel in teaching and learning, and will utilize continuous quality improvement to achieve excellence in outcomes for students, faculty and academic services..

Objectives:

2a. Improve and document student learning outcomes in all academic areas
- Strategy: 2.a.1 Complete the system wide implementation of a revised assessment plan for graduate programs in counseling
  - Fiscal year 2008-09 Action Plan: Develop and implement plan for collecting student data and determine benchmarks.
  - Responsible Office: Vice President for Academic Affairs/Dean, College of Arts & Sciences
  - Fiscal Resources: current resources
  - Metrics: Collect data in fiscal years 2008-09 and after, track student performance against benchmarks.
- Strategy: 2.a.2 Promote the Public Disclosure of Student Performance Data
  The academic performance of Webster University students should be promoted and celebrated among the Webster community and with outside constituents. The release of NSSE student outcome data to US News and World Report and display of IPEDS data on our websites will document the learning outcomes of our students.
  - Fiscal year 2008-09 Action Plan: Organize data and locate publication sources.
  - Responsible Office: Vice President for Academic Affairs/Deans
  - Fiscal Resources: current resources
  - Metrics: Publication of student outcomes in external and internal sources achieved by 2009.
- Strategy: 2.a.3 Employ Active Learning Strategies
  Create an engaged faculty body that employs active learning teaching strategies, including use of academic technology, to strengthen student learning. This includes training adjunct faculty to use the Blackboard/VISTA course tools.
  - Fiscal year 2008-09 Action Plan: Conduct three regional professional development conferences for adjunct faculty; focus the programs and the resources of the Faculty Development Center (FDC) on support for adjunct and full-time faculty use of web based course tools.
  - Responsible Office: Vice President for Academic Affairs/Academic Deans/Faculty Development Center
  - Fiscal Resources: current resources
  - Metrics: Complete training modules, conduct regional conferences and survey faculty usage of web based course tools.
2b. Expand quality assurance incentives, including specialized accreditations and approvals
- Strategy: 2.b.1 Dutch Accreditation for the Leiden Campus
  The Dutch Ministry of Education has officially recognized Webster University Leiden as an approved institute of higher education under Dutch Law. With this approval Dutch students will obtain both a Dutch “hodeschool” diploma as well as an American Bachelor’s degree.
  - Fiscal year 2008-09 Action Plan: Webster University Leiden will offer the first dual degree program in International Business and Management in which students will obtain both a Dutch “hodeschool” diploma as well as an American Bachelor’s degree.
  - Responsible Office: Vice President for Academic Affairs/Associate Vice President for International Programs/ Director of Leiden Campus
  - Fiscal Resources: current resources
  - Metrics: With fiscal year 2007-08 enrollment as a benchmark, the campus will gauge the impact of Dutch accreditation by comparing future enrollment to the benchmarked year.
- Strategy: 2.b.2 ACBSP Accreditation for the School of Business & Technology
  The School of Business and Technology is seeking specialized accreditation from the Association of Collegiate Business Schools and Programs.
  - Fiscal year 2008-09 Action Plan: Complete the final stages in ACBSP accreditation for all programs in the School of Business and Technology
  - Responsible Office: Vice President for Academic Affairs/Dean of the School of Business and Technology
  - Fiscal Resources: current resources
  - Metrics: Receive accreditation
2c. Meet and exceed national benchmark performance in student persistence and graduation rates
2d. Accelerate the integration of academic technology into teaching and learning
2e. Expand access to academic programs through online programs
2f. Advance the professional development and scholarship for faculty, including support for adjunct faculty
2g. Achieve excellence in academic support services and facilities
2h. Provide superior library resources and services to support the curriculum and to enhance teaching and learning throughout the university network.
- Strategy 2.h.1 Geneva Campus Library Expansion
  Enrollment growth and student needs at the Geneva campus are straining the facilities. The Director General-Europe has put forward a plan calling for additional space by utilizing the Library basement in a creative manner.
  - Responsible Office: Academic Vice President/Vice President for Finance and Administration/Associate Vice President for International Programs/Director General-Europe
  - Fiscal Resources: Under review
  - Timeline: Under review
  - Metrics: Under review
2i. Expand academic curriculum, including the purposeful internationalization of the curriculum
2j. Enhance and expand academic programs
- Strategy: 2.j.1 Grow the Saint Louis Full-time Faculty
  In addition to their teaching duties, full-time faculty have responsibility for a variety of academic functions including; curriculum, student learning goals, academic assessment, faculty governance, graduation requirements and academic policies. As the university develops new programs and experiences enrollment growth, it is important for full-time faculty to keep pace with the overall growth of the institution.
  - Fiscal year 2008-09 Action Plan: The university will add four new faculty positions in high growth academic programs, Digital Journalism in the School of Communications, International Relations in the College of Arts and Sciences and Human Resource Management in the School of Business and Technology, and Animation in the School of Communications.
  - Responsible Office: Vice President for Academic Affairs/Academic Deans
  - Fiscal Resources: $213,000
  - Metrics: New faculty positions recruited & hired no later than fiscal year 2009-10.

Goal #3: Expand Our Mission of Fulfilling Unmet Needs

Webster University will expand its mission of changing lives and meeting unmet needs by providing our unique offering of American style education to a greater number of students.

Objectives:

3a. The traditional undergraduate student population will grow by developing unmet needs and capitalizing upon our competitive advantages. The overall growth is targeted at 3% per year from a 2007 base of 2,200 in St. Louis and 700 in international locations.
- Strategy 3.a.1 Increase Saint Louis New Freshmen Admitted Students
  Admitted new freshmen* to exceed fiscal year 2007-08 number of 919 by utilizing the full functionality of Active Admissions, revamping counselor travel, targeting selected high schools, and the development of the Fast Application.
  - Fiscal Year 2008-09 Action Plan: Create the position of Dean for Enrollment Management and realign unit resources to achieve targeted admission benchmarks.
  - Responsible Office: Vice President for Students & Enrollment Management/Associate Vice President for Enrollment Management and Dean of Admissions
  - Fiscal Resources: Current resources
  - Metrics: Fiscal year 2009-10 admitted pool of 975 new freshmen*.* Excluding the conservatory and international students.
- Strategy 3.a.2 Improve Saint Louis Ratio of Enrolled to Admitted New Freshmen Students
  Improve the fiscal year 2007-08 yield ratio of 44% for new freshmen.* The yield ratio is the number of enrolled students over the number of admitted students.
  - Fiscal Year 2008-09 Action Plan: Win a greater number of students who have applied to other more expensive schools in the area. Emphasize our unique network of international opportunities and price variance. Re-energize the Webster University campus visit experience by contracting with a consulting firm to revamp our campus visit format.
  - Responsible Office: Vice President for Students & Enrollment Management/Associate Vice President for Enrollment Management and Dean of Admissions
  - Fiscal Resources: Current resources
  - Metrics: Fiscal year 2009-10 yield ratio for new freshmen* students is higher than 44%. * Excluding the conservatory and international students.
- Strategy 3.a.3 Increase Transfer Student Population
  Transfer students add to the fabric of the Webster University community. Each year, hundreds of students transfer to Webster University from community colleges and other four year universities. Easing the transition is a key to their academic success.
  - Fiscal Year 2008-09 Action Plan: Aggressively develop and implement the formal articulation agreement with the Saint Louis Community College system.
  - Responsible Office: Vice President for Students & Enrollment Management/Associate Vice President for Enrollment Management and Dean of Admissions
  - Fiscal Resources: Current resources
  - Metrics: New agreement in place in time to recruit the fiscal year 2009-10 transfer student cohort.
3b. Improve retention and graduation rates of traditional undergraduate students to an 86% retention rate for first-year students and a six-year graduation rate of 74%
3c. Maintain our position as the preferred provider of military graduate education
3d. Grow the scope and offerings of the metro network for both graduate and undergraduate adult learners
- Strategy 3.d.1 Support Growth of On-line Learning
  On-line learning offers a unique means to connect students and faculty across our international network. It promotes a multi-cultural experience in a common environment. Geography is no longer a limitation in accessing education.
  - Fiscal Year 2008-09 Action Plan: The On-line Learning Center requires additional personnel, instructional designers, course development specialists, and student support staff, and operating resources to support growth.
  - Responsible Office: Vice President for Academic Affairs/Associate Vice President and Director of Online Programs
  - Fiscal Resources: $264,000
  - Metrics: Achieve budgeted on-line credit hours goals.

Goal #4: Place Students First

Webster University will focus on student needs and concerns. All students, whether undergraduate, graduate, non-traditional or multi-generational, will receive a distinct personal experience. A concerted effort will be made to build alumni with a strong institutional affinity, pride and lifelong connection to the University.

Objectives:

4a. Expand and develop purposeful campus life experiences for undergraduate students to promote leadership, personal development, civic engagement and cultural immersion
- Strategy 4.a.1 Themed Living Floors in Maria Hall
  Industry research has shown that students living in themed communities have better retention rates and academic success than the general student population.
  - Fiscal Year 2008-09 Action Plan: The Residence Life Division has collaborated with the College of Art and Sciences and the School of Communications to create themed living floors for Biology and Communication majors in the renovated Maria Hall.
  - Responsible Office: Vice President for Students & Enrollment Management/Director of Residential Life and Housing/Deans, School of Communications and College of Arts and Sciences
  - Fiscal Resources: Current resources
  - Metrics: Establish themed floors and utilize fiscal year 2007-08 retention and academic measures as benchmarks against fiscal year 2008-09 performance of the themed floor occupants.
- Strategy 4.a.2 Living Learning Center Leiden Campus
  The Leiden campus has entered into an agreement to lease a privately developed living and learning center. The turn-of-the century building is located adjacent to the campus. It will allow the campus to consolidate scattered housing units into a comprehensive facility.
  - Fiscal Year 2008-09 Action Plan: Project is under construction by the private developer. The Leiden Campus will occupy the building in fiscal year 2009-10.
  - Responsible Office: Vice President for Finance & Administration/Associate Vice President for International Programs/Director General-Europe/Leiden Campus Director
  - Fiscal Resources: Self supporting facility funding operational costs and providing a small contribution.
  - Metrics: Project budget and schedule.
- Strategy 4.a.3 Les Berges du Rhone Housing
  The Geneva Campus has entered into an agreement to acquire space in a privately developed residential facility. The building, a former Rolex facility, will allow the campus to consolidate scattered housing units into a comprehensive facility.
  - Fiscal Year 2008-09 Action Plan: Project is under construction by the private developer. The Geneva Campus will occupy the building in fiscal year 2009-10.
  - Responsible Office: Vice President for Finance & Administration/Associate Vice President for International Programs/Director General-Europe
  - Fiscal Resources: Self supporting facility funding operational costs and providing a small contribution.
  - Metrics: Project budget and schedule.
4b. Offer personal advising and career counseling services that instills a genuine feeling of investment with each student
4c. Provide efficient, user-friendly, and integrated student services
4d. Maintain a connection to Webster University through lifelong learning experiences

Goal #5: Enhance Our Reputation

The Webster University institutional brand and reputation is established and recognized, contributing to the long-term academic quality, financial stability, increased enrollments and organizational health.

Objectives:

5a. Design key branding messages that illustrate our position as a premier international institution
- Strategy: 5.a.1 Increase University’s Presence in the National and International Media
  University will establish a greater presence in national and international media by identifying faculty, administrators and staff who can serve as subject experts and media spokespeople.
  - Fiscal Year 2008-09 Action Plan: Hire a senior media relations professional to focus on national and international media coverage and cultivate internal experts. Position is responsible for media story pitch and placement.
  - Responsible Office: Vice President and Executive Assistant to the President
  - Fiscal Resources: Reallocate consulting funds plus $17,000 additional funds to create new position in Office of Public Affairs
  - Metrics: Place three stories in mainstream national/international media by May 2009. Place an additional five stories in mainstream media by May 2010.
5b. Build the Webster University brand by consistently communicating the key branding messages with internal and external groups
- Strategy: 5.b.1 Redefine and refresh Webster University logos
  Developing and enforcing uniform use of Webster University logos is the first step in solidifying the Webster University brand.
  - Fiscal Year 2008-09 Action Plan: Create new logos and share with university community. Logos and branding activity will include new signage on the Saint Louis campus and a uniform format on all extended campus websites.
  - Responsible Office: Vice President for Students and Enrollment Management/Director of Marketing and Interactive Media
  - Fiscal Resources: Current resources
  - Metrics: New logos in place and use by April 2008. Signage and website phase completed by April 2009.
5c. The branding messages shape the enrollment building marketing and advertising campaigns
5d. Branding initiatives resonate with alumni and increase their engagement with the university community

Goal #6: Utilize Resources to Achieve Strategic Goals

Webster University will maintain a high level of financial wellness comparable to its benchmarked peers to insure long-term viability. The university will continue to build upon its reputation of good stewardship of resources and build equity through an effective allocation strategy which invests in the areas of Human, Facilities, Technological and Fiscal Resources.

Objectives:

6a. Invest in Human Resources to achieve competitive compensation benchmarked to meet or exceed national standards for recruitment and retention
- Strategy 6a.1 Competitive Faculty Compensation
  The University has defined competitive faculty salaries as the sixtieth, fiftieth, and forty-fifth percentile of salary benchmarks for full professors, associate professors and assistant professors from the American Association of University Professors annual salary survey.
  - Fiscal Year 2008-09 Action Plan: As calculated for fall 2007, average faculty salaries are between 93% and 97% of the benchmark, 93% for full and assistant professors and 97% for associate professors. Pending faculty promotions from the associate to full professor ranks will erode the ground gained on the associate professor benchmark. Assuming a 4% industry wide increase in faculty salaries for FY09, the gap between the AAUP benchmark and Webster University faculty salaries will continue to widen.
    -The compensation proposal outlined in the bullet points below addresses the existing gap with range adjustments for each faculty rank and the anticipated 4% standard industry increase consisting of across-the-board and merit funding. This proposal will significantly close the gap between the agreed to AAUP benchmark and the faculty salaries.
    -3% across the board,
    -1% merit increase
    -Range adjustments of $1,950 for assistant and associate professors and $2,500 for full professors.
  - Responsible Office: Vice President for Academic Affairs/Academic Deans
  - Fiscal Resources: $878,000 with employee benefits $1,027,000
  - Metrics: Measure results of proposal against 2008 AAUP faculty salary survey.
- Strategy 6a.2: Retain and Attract Staff with Competitive Compensation
  Staff salary ranges and most staff salaries are well below the market as measured by the CUPA-HR annual salary survey. The survey places our salary ranges at 87% of the CUPA median salary.
  - Fiscal Year 2008-09 Action Plan: The University is experiencing difficulty in keeping and retraining staff due to market forces. The staff turnover ratio is 15%, 12% in Saint Louis and 20% in the domestic extended campus network. Also, it is becoming problematic to fill vacant positions at the budgeted staff salaries.
    -The staff compensation proposal outlined below is a two pronged attempt to provide competitive staff salaries. First, staff salary ranges will increase 10% to reflect the CUPA-HR median salaries. Along with this action, all staff positions will receive a 3% range adjustment to help move the positions through the revised salary ranges. Next, the proposal calls for a 4% merit pool. The primary use of the pool is to reward high performing staff. Administration may also use the pool to address positions that are significantly below market.
    -3% range adjustment
    -4% merit pool
  - Responsible Office: All Vice Presidents/Associate Vice President for Human Resources
  - Fiscal Resources: $2.3M with employee benefits $2.7M.
  - Metrics: Merit increase guidelines and actual merit awards will reflect broader variations with strong performers receiving higher increases. Webster University should show improvement in staff salaries against the CUPA-HR annual salary survey in 2008.
- Strategy 6a.3: Retain and Attract High Quality Adjunct Faculty
  Webster University’s academic programs strive to have a distinctive applied, professional, “real world” perspective. Professional practitioners (adjunct faculty) are one of the critical resources we value to assist us with these learning goals, especially in our graduate and professional programs.
  - Fiscal Year 2008-09 Action Plan: An Adjunct Faculty Task Force was established in April, 2006 to review policies and structures supporting our adjunct faculty. The task force recommended and administration has adopted the following actions.
    -The implementation of management and budgeting initiatives to reduce the number and frequency of low-enrolled classes and the immediate implementation of steps to improve average class size ratios in all departments and at all campuses.
    -Adjunct faculty pay grades will be reduced from four to three grades listed below.
    -Adjunct Assistant Professor - $2,445
    -Adjunct Associate Professor - $2,730
    -Adjunct Professor - $2,858
    -Compensation for low enrolled classes will begin at four students instead of the current level of six students. This action will keep from penalizing adjunct faculty for a management decision to run a low enrolled class.
    -Adjunct faculty will receive a 3% pay increase in FY2008-09.
  - Responsible Office: Vice President for Academic Affairs/Academic Associate Vice Presidents/Academic Deans/Department Chairs/Extended Campus Directors
  - Fiscal Resources: $1,480,000 - $650,000 to implement task force recommendations and $830,000 for the 3% personnel pool.
  - Metrics: The proposed initiatives to increase class sizes and reduce the number of low enrolled classes should substantially reduce the estimated $650,000 cost to implement the adjunct faculty pay grade enhancements. In order to achieve the cost savings, management will use actual class sizes from the fiscal year 2007-08 as a benchmark. Each extended site and Saint Louis department will be instructed to eliminate one class of four students per term as measured against the fiscal year 2007-08 benchmark. Management will also measure instruction efficiencies using an instruction cost to tuition ratio and instruction costs per credit hour ratio.
6b. Strategically invest in new faculty and staff to support effective levels of academic programs, student service and support of the institutional initiatives
6c. Improve the level of diversity within the university’s faculty and staff
6d. Implement a comprehensive risk management plan that reduces the university’s overall liability exposure
- Strategy 6.e.1 Campus Emergency/Crisis Plan
  To initiate a comprehensive all hazard approach to crisis management that contains established policies, procedures, organizational structures and roles for Webster University personnel to use in a crisis situation that threatens the lives, property, public health and the safety of faculty, staff, students and visitors in any location, controlled leased or owned by Webster University.
  - Fiscal Year 2008-09 Action Plan: Incident command system training is scheduled for July 2008. Campus wide emergency/crisis plan training is scheduled for August 2008. A mock full-scale disaster training incident is scheduled for late August early September of 2008.
  - Responsible Office: Vice President for Finance & Administration/Public Safety Director
  - Fiscal Resources: $25,000
  - Timeline: Fiscal Year 2008-09
  - Metrics: Final outcome is a comprehensive crisis management plan that outlines mitigation, response and recovery operations to be utilized in event of a crisis.
6e. Create a market-responsive academic program development fund to support strategic enrollment growth and allow for seeding longer term entrepreneurial opportunities
6f. Build the university technology infrastructure in network and telephony systems to insure the quality and responsiveness required of an international university
- Strategy 6.f.1 Expand wireless access
  - Fiscal Year 2008-2009 Action Plan: The University continues to expand its wireless access, both on the main Saint Louis campus, as well as at extended campuses. This provides for an additional level of access for all students and faculty, both in common/work areas as well as classrooms and offices. In the coming year, wireless access on campus will be expanded to include more classroom/teaching spaces, as well as the first complete residence hall. At our extended domestic campuses, wireless has just begun to be installed, and in the coming year there will be a concerted effort to expand that access to many additional sites.
  - Responsible Office: Vice President for Information Technology
  - Fiscal Resources: Current resources
  - Metrics: Open newly refurbished residence hall with wireless access throughout. Add wireless access to at least an additional fifteen extended campus locations. Expand the number of wireless access points on campus by at least 25%.
- Strategy 6.f.2 Rebuild core telephony infrastructure
  The university has committed to completely rebuilding its current core telephony infrastructure on main campus, and to gradually integrate extended campus phone services into the central system. Not only will this replace an aging twenty-year old campus phone system, but it will provide the latest telephony technology to enable significant improvements in business processes and integrated, improved services for all university customers.
  - Fiscal Year 2008-2009 Action Plan: The university will select, design and install a new telephony infrastructure in fiscal year 2008-09.
  - Responsible Office: Vice President for Information Technology
  - Fiscal Resources: $1,500,000 in capital reserve funds.
  - Metrics: Have system fully selected and designed by early 2009, and fully installed and cut-over by July 1, 2009.
- Strategy 6.f.3 Business continuity and disaster recovery
  Over the past several years, the University has made a commitment to build-out the IT hardware and software infrastructure to ensure continued operations, not only for main campus but for all extended campus sites, as well as on-line programs. Those efforts will continue to accelerate in the coming year to ensure that core teaching and learning technologies, and core administrative processing technologies are available 24*7.
  - Fiscal Year 2008-2009 Action Plan: The university is developing a comprehensive disaster recovery plan to ensure continuity in the case of unforeseen events. A number of core systems already have off-site fail-over capabilities, including the on-line learning platform, and the core administrative ERP platform. Over the coming year, the additional critical operational components will be integrated into the disaster recovery plan.
  - Responsible Office: Vice President for Information Technology
  - Fiscal Resources: Current resources
  - Metrics: Continue to build-out infrastructure and new systems to be highly available and redundant. Finish developing disaster recovery plan by December, 2008. Have core components of disaster recovery systems in place and working by May, 2009.
6g. Invest in academic technology, and in particular, online learning systems which scales to academic needs
- Strategy 6.g.1 Develop and expand on-line instructional tools
  The university has converted the on-line instructional platform to a scalable robust platform—capable of supporting the growing delivery of online courses, in addition, this platform offers a new set of instruction tools that can be used to web enhance any class. This will facilitate learning and instruction for all courses.
  - Fiscal Year 2008-2009 Action Plan: The university will continue to grow this tool set by expanding the current platform and accessibility, as well as by additional capabilities such as video streaming technologies, web based video conferencing, etc.
  - Responsible Offices: Information Technology and Academic Affairs
  - Fiscal Resources: Current resources
  - Metrics: Increase the use of on-line tools by 30%, monitoring the number of faculty, the number of courses/sections, and the number of students who utilize these tools.
6h. Invest in administrative systems which enhance the level of information and streamlines business processes within the institution
- Strategy 6.h.1 Address Challenges of Institution Research and provide tools
  While the University has significantly increased its expertise in data collection and analysis, and has established “expert users” throughout the senior administrative units, there remains a need to continue the development of additional, coordinated institutional research and data analysis. One challenge has been to provide the necessary infrastructure and tools to enable effective data reporting and analysis.The current Impromptu software tools working against transaction based data has been limiting—especially in propagating more extensive use throughout the institution.
  - Fiscal Year 2008-2009 Action Plan: As a first step, the university has recently invested in new business intelligence software tools which will provide a robust capability to support the distributed institutional research approach of the institution. These tools will enable the institution to increasingly become data driven in decision making, including developing the ability to do advanced analysis and modeling, and to develop a variety of dashboards around key performance indicators. The software has been installed, and initial implementation and training will occur during the summer of 2008. The initial roll-out of the software will occur in two phases—the first including all of the current expert institutional research staff on campus and the second including all institutional staff who currently use basic reporting tools in their day-to-days jobs. In addition, the institution will develop a data “warehouse”/snapshot environment to aid in consistency and ease of institution research activities. That environment will be in place by May of 2009
  - Fiscal Year 2009-2010 Action Plan: Once the tools are fully deployed, the next phase will be to promulgate the use of these tools throughout the institution. One goal will be to have at least one trained expert user in each administrative department by the end of 2010. A companion goal will be to develop a uniform utilization of these tools across the institution, especially in providing consistent data views and analyses of key performance indicators, as well as to enable and encourage ad hoc analyses of data specific to individual department responsibilities and initiatives.
  - Responsible Office: Information Technology and all Vice Presidents
  - Fiscal Resources: Current resources
  - Metrics: All current expert users of Impromptu tools converted to using Cognos 8 tools by January 1, 2009. Tools fully deployed across campus by May 31, 2009.
- Strategy 6.h.2 Invest in new web-based administrative system modules
  The institution will update the central administrative information system by purchasing the latest web-based components from our vendor.
  - Fiscal Year 2008-2009 Action Plan: The institution will invest in the latest web-based modules for our central administrative information systems for faculty, students and staff. Specifically, the institution will acquire a student module (to replace the current limited dated module), a faculty module (to replace the current limited, dated module), and an Advancement Officer module. These three new modules, coupled with another module for staff purchased last year and in the process of being installed, will provide for a refreshed and expanded software infrastructure that provides on-line, user-friendly, and efficient services. It will especially provide improved access and services for students, as well as improved business process efficiencies for faculty and staff
  - Responsible Office: Information Technology
  - Fiscal Resources: $325,000 new funding, plus current resources
  - Metrics: Implement two web modules (Staff and Advancement Officer) by start of the fall, 2008 semester. Implement the student module in time for summer/fall registration in April, 2009. Implement the faculty module in time for start of fall, 2009 semester.
6i. Finalize the development of a new St. Louis based facilities master plan for continued campus-wide developments and improvements and decrease deferred maintenance
- Strategy 6.i.1 Campus Master Plan
  The campus masterplan is a development tool used to assure that the university is proactively providing mission-critical academic and support facilities. A number of significant changes to the zoning and development regulations for university property will also be reflected. These include stormwater management regulations and the university's successful lobbying to create a "major educational campus' zoning district which will ease discussions related to further campus development.
  - Fiscal Year 2008-09 Action Plan: Finalize planning documentation. Obtain Conditional Use Permit for site development plan by October 2008. Obtain rezoning to 'major educational campus' by June 2009 (allows for city deliberations and processes).
  - Responsible Office: Vice President for Finance & Administration/Director Facilities Planning and Management
  - Fiscal Resources: Current resources
  - Metrics: Complete Master Plan and receive approval from the City of Webster Groves by September 2008.
- Strategy 6.i.2 Remodel Maria Hall
  Remodel the Maria Hall residential facilities to support state-of-the-art student life operations. The classic Maria Hall room design of two double occupancy rooms connected by a shared bathroom is still an industry standard. Building off this classic design, the renovation will update the rooms and add modern lounge and student life facilities. Updating Maria Hall is a key factor in growing the freshmen class and retaining undergraduate students. Also, completing the project will enable the University to repurpose the Loretto Hall housing units to office space.
  - Fiscal Year 2008-09 Action Plan: Complete the project on schedule and budget. Occupy fall 2008.
  - Responsible Office: Vice President for Finance & Administration
  - Fiscal Resources: $4.2 Million, FY2007-08 $3.0M and FY 2008-09 $1.2M
  - Metrics: Project budget and schedule.
- Strategy 6.i.3 Renovate Loretto Hall
  Renovate former residential space to provide office space. This project is tied directly to the successful completion of the academic buildings. The renovated space will provide much-needed swing space and replace lost office space.
  - Fiscal Year 2008-09 Action Plans: Complete space plan fall 2008, begin construction January 2009 and occupy spring 2010. This aggressive schedule will clear the way for early site work for the academic buildings.
  - Responsible Office: Vice President for Finance & Administration
  - Fiscal Resources: $3.0 million, FY 2008-09 $2.0M and FY 2009-10 $1.0M.
  - Timeline: Project budget and schedule.
  - Metrics: Project budget and schedule.
- Strategy 6.i.4 New Academic Buildings
  Construct new academic facilities to house the School of Business programs, to provide modern science laboratory space for the College of Arts and Sciences and add to the classroom inventory. Facilities “all in” costs of $39 million will be primarily supported with the capital fund raising goal of $35 million. The Board of Trustees endorsed the university’s plan in January 2008 and offered support and continued direction. Current plans are to proceed with construction documents to be completed by January 2009, receive city approvals by April 2009, and start construction in last quarter of 2010 with the intent to occupy the buildings in August 2012.
  - Fiscal Year 2008-09 Action Plans:
    -Construction & Financing: The university will release construction documents and receive approvals from the City of Webster Groves on or before December 2009. The fund raising targets call for $6 million annually over the next three years to meet the remaining capital goal of $18 million. Finally, administration will request the board to designate $4 million from the operating surplus to bridge the gap between fund raising and the construction estimates.
    -Operations: The fiscal year 2008-09 budget includes a $700,000 contingency for the annual $2 million operating expense required for the new building. The university will continue to reserve funds for the building operations over the next three fiscal years. Building the contingency will minimize the budgetary impact of the new facilities. Also in the interim the resulting cash flow will help fund the acquisition of the new university telephone system.
  - Responsible Office: Vice President for Finance & Administration/Vice President for Development and Alumni Affairs
  - Fiscal Resources:
    - $39 million construction estimate
    -$35 million fund raising goal
    -$2 million annual operating expense
  - Metrics: Project budget and schedule.
- Strategy 6.i.5 Sverdrup Hall Renovation
  Sverdrup Hall will undergo a renovation upon the relocation of the School of Business and Technology into the newly constructed academic facility. Sverdrup Hall will support the School of Communications as well as other academic needs of the university. The School of Communications is experiencing steady enrollment growth, in new programs, such as animation and digital journalism, and within current programs. Addressing space shortages and facility limitations is critical to continued growth. Additionally, the university must deal with a pressing need for larger classrooms within this facility. The building renovation should commence upon completion and relocation of the School of Business & Technology by fall 2012.
  - Fiscal Year 2008-09 Action Plan: The Facilities Planning unit will produce a finalized space program by working with SOC Dean and faculty. The institution will transfer year-end operating cash to the plant fund reserve in preparation for the upcoming project.
  - Responsible Office: VP for Finance & Administration, VP for Academic Affairs, Dean of School of Communications
  - Fiscal Resources: Estimated 2012 escalated renovation cost @ $10M. Space plan funded from current resources.
  - Metrics: The space study completed and operating cash transferred.
- Strategy 6.i.6 Visual Arts Studios Renovation
  Replace obsolete building systems and address current needs as practical within the building footprint. A consultant has completed a study of the building. The project is designed to extend the life of the building an additional fifteen years.
  - Fiscal Year 2008-09 Action Plan: Initial improvement plan finalized and the project scope and timing is still under review as of March 25, 2008.
  - Responsible Office: Vice President for Finance & Administration
  - Fiscal Resources: $1.3 Million to $2.0 Million
  - Metrics: Project budget and schedule
- Strategy 6.i.7 Relocate Vienna Campus
  The Vienna campus self study completed as part of the Austrian accreditation process in Fiscal Year 2006-07 found the campus location to be a possible weakness. A location within the inner stradt, the commercial and historical center of Vienna, would benefit the campus. The high cost of real estate within the inner stradt may prove prohibitive.
  - Fiscal Year 2008-09 Action Plan: Complete feasibility study and identify possible locations.
  - Responsible Office: Vice President for Finance & Administration /Director of Vienna Campus/Associate Vice President for International Programs
  - Fiscal Resources: Under development
  - Metrics: Feasibility study complete.
- Strategy 6.i.8 Invest in Properties Contiguous to the Main Webster Groves campus.
  The main campus is landlocked. Space is a continuing issue for the University. Plans that acquire additional land and or square footage should be investigated.
  - Fiscal Year 2008-09 Action Plan: The university will continue discussions with Eden Seminary, investigate the acquisition of a storage facility, and aggressively pursue plans to acquire the Old Orchard Shopping Center property as an investment and land banking opportunity.
  - Responsible Office: Vice President for Finance & Administration
  - Metrics: Approval of the Board of Trustees to acquire parcels.
6j. Increase gift income to support student financial aid, academic programs and facilities construction
6k. Manage university financial resources consistent with a disciplined financial plan to ensure financial wellness
- Strategy 6.k.1 Leverage Fund Raising Activities
  Leverage the fund raising activities of the University and its plant fund reserves to allow for improved cash flow benefits coming from the issuance of tax-exempt debt financing and investing cash reserves.
  - Fiscal Year 2008-09 Action Plan: Action plans and timelines correlate with the ground breaking for the new academic buildings. The Vice President for Finance & Administration will continue to discuss this proposal with the Board of Trustees. He will propose a policy whereby a specialized fund, designated for plant investment, is created within the endowment portfolio.
  - Responsible Office: Vice President for Finance & Administration
  - Metrics: Cash flow advantages dependent on final cost and timing of the new academic building.